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MGMT 363 > Exam 2 > Flashcards

Exam 2 Flashcards

1
Q

3 components of motivation

A
  1. Direction of effort
  2. Intensity of effort
  3. Persistence of effort
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1
Q

Engagement

A

intensity and persistence of effort
Only about 30% of employees are engaged.

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2
Q

Intrinsic motivators

A

Task performance itself is rewarding: Enjoyment, accomplishment, gain knowledge, skill development,

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3
Q

Extrinsic motivators

A

Task performance provides external rewards: Pay, promotions, benefits, praise, job security, free time

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4
Q

importance of money

A

Represents Achievement, respect and freedom

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5
Q

3 components of expectancy theory

A
  1. Expectancy: if I exert effort, will I perform well?
  2. Instrumentality: If I perform well, will I receive outcomes?
  3. Valence: will the outcomes be satisfactory?
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6
Q

Corps can influence expectancy theory through

A
  1. Supportive leadership
  2. Access to resources
  3. Self-Efficacy (improving employee’s confidence)
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7
Q

Maslow’s Hierarchy of Needs

A

Physiological, safety and security, belongingness

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8
Q

Alderfer’s ERG theory

A

Existence, Relatedness, Growth

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9
Q

McClelland’s Acquired Needs theory

A

Achievement, power, affiliation

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10
Q

Motivation formula

A

Expectancy x Instrumentality x Valence
Motivation is zero if any component is zero

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11
Q

Effective Goals are:

A

Specific and Difficult. Effective goals maximize Intensity and persistence

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12
Q

Feedback in regard to goal setting

A

progress updates on goals

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13
Q

Task complexity in regard to goal setting

A

specific/difficult goals are 2x as strong on simple tasks than complex tasks

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14
Q

Goal commitment relation to task performance

A

direct relationship

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15
Q

Strategies for fostering goal commitment

A
  1. Rewards
  2. Publicity (publicize goal to create social pressure)
  3. Support
  4. Participation (collab on setting goals)
  5. Resources (needed to attain goals)
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16
Q

Equity theory

A

employees remember the outcomes they get for their job inputs, relative to some comparison other (something you can compare yourself to).

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17
Q

Equity formula

A

your outcomes/your inputs = other’s outcomes/other’s inputs

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18
Q

Underrewarded Inequity

A

Your outcomes/your inputs < Other’s outcomes/other’s inputs

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19
Q

Overrewarded inequity

A

Your outcomes/your inputs > Other’s outcomes/others inputs

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20
Q

Types of comparison others

A
  1. Job Equity (same job same company)
  2. Company equity (same company, diff job)
  3. Occupational equity (same job, diff company)
  4. Educational Equity (same education)
  5. Age equity (same age)
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21
Q

Responses to inequity

A
  1. Alter outcomes (grow/shrink)
  2. Alter inputs (grow/shrink)
  3. Alter Comparison other’s inputs
  4. Change comparison other
  5. Rationalization
  6. Leave the situation
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22
Q

Personality types of equity theory

A
  1. sensitives
  2. Entitleds
  3. Benevolents
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23
Q

Four beliefs of psychological empowerment

A
  1. Meaningfulness (personal impact)
  2. Self-determination
  3. competence
  4. impact
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24
Q

Psychological empowerment

A

the belief that work tasks contribute to a larger purpose

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25
Q

Motivation relationship to job performance

A

Strong positive

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26
Q

Motivation relationship to org commitment

A

moderate positive

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27
Q

Individual-focused compensation plans

A
  1. Piece-rate (commission)
  2. Merit pay (performance-based raises)
  3. Lump-sum bonuses (performance-based bonus)
  4. Recognition awards (tangible/intangible for achievements)
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28
Q

Unit focused compensation plans

A

Gainsharing: bonus for meeting unit goals (dept., plant, etc.) for criteria controllable by employees.

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29
Q

Organization focused compensation plans

A

Profit sharing: bonus for hitting company earnings marks

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30
Q

3 types of trust

A
  1. Disposition-based
  2. Cognition-based
  3. Affect-based
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31
Q

Disposition-based trust

A

your personality makes you generally trust others

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32
Q

cognition-based trust

A

your trust of others is rooted in a rational assessment

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33
Q

Affect-based trust

A

trust based in emotion rather than reason

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34
Q

trust propensity

A

general expectation that the words, promises, and statements of others can be relied upon.

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35
Q

Dimensions of cognition-based trust

A
  1. Ability (ethos)
  2. Benevolence (authority wants to do good)
  3. Integrity
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36
Q

4 types of organizational justice

A
  1. Distributive justice (fairness of decision-making outcomes)
  2. Procedural justice (fairness of decision-making process)
  3. interpersonal justice (fairness of treatment received by employees from authority)
  4. informational justice (fairness of communications provided to employees from authority)
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37
Q

Merely ethical behavior

A

behavior that adheres to some minimally accepted morality standard

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38
Q

Especially ethical behavior

A

behaviors that exceed some minimally accepted morality standard

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39
Q

Whistle-blowing

A

an especially ethical behavior, former or current employees expose illegal or immoral actions of their organization

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40
Q

Four-component model of ethical behavior

A

Moral awareness –> moral judgement–> moral intent–> ethical behavior

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41
Q

moral awareness

A

when an authority recognizes that a moral issue exists in a situation

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42
Q

Moral intensity

A

the degree to which an issue has ethical urgency. Increased by the potential for harm and social pressure.

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43
Q

moral attentiveness

A

the degree to which people chronically perceive and consider issues of morality during their experiences

44
Q

cognitive moral development

A

as people age and mature they go through stages of moral development, having better moral judgement later on.

45
Q

moral judgement

A

the process people use to determine whether a particular course of action is ethical or unethical.

46
Q

stages of cognitive moral development

A
  1. preconventional stage (right vs wrong viewed in terms of consequences to their actions)
  2. Conventional stage (right vs wrong is referenced to family/societal expectations)
  3. Principled/postconventional stage (right vs wrong referenced to a set of defined moral principles)
47
Q

List of Moral principles

A
  1. Utilitarianism (act is right if it results in the greatest amount of good)
  2. Egoism (act is right if decision maker freely decides to pursue their interests)
  3. Ethics of duties (act is right if it results in no harm to society, respects human dignity, and is endorsable by others)
  4. Ethics of rights (act is right if it respects the natural rights of others)
  5. Virtue ethics (act is right if it allows decision maker to lead a good life based on virtues)
48
Q

Trust relationship to job performance

A

moderate positive

49
Q

trust relationship to org commitment

A

strong positive

50
Q

distrust tax

A

Trust down, costs up

51
Q

Trust dividend

A

Trust up, costs down

52
Q

Economic exchange

A

Low trust between employee and employer, quid pro quo relationship: I work, you pay

53
Q

Social exchange

A

High trust between employee and employer, mutual investment, above and beyond.

54
Q

Four levels of corporate social responsibility

A
  1. Economic
  2. Legal
  3. Ethical
  4. Citizenship
55
Q

Explicit knowledge

A

common sense. Easily communicated and available to everyone

56
Q

Tacit knowledge

A

knowledge that must be learned through experience

57
Q

basic idea of reinforcement theory

A

People learn by observing the link between our voluntary behavior and the consequences that follow.

58
Q

Four types of reinforcers

A
  1. Positive reinforcement (positive outcome from desired behavior)
  2. Negative outcome (negative outcome is removed following desired behavior)
  3. Punishment (negative outcome from unwanted behavior)
  4. Extinction (removal of a consequence following unwanted behavior)
59
Q

5 schedules of reinforcement

A
  1. Continuous (reward follows every occurrence of a desired behavior)
  2. Fixed interval (rewards come after a certain fixed period of time)
  3. Variable interval (reinforce behavior at random times)
  4. Fixed ratio (reinforce behavior after a certain number of them have been exhibited)
  5. Variable ratio (reward after a varying number of exhibited behaviors)
60
Q

4 requirements for proper learning

A
  1. Attentional processes (learner learns from behaviors of a mentor)
  2. Retention process (learner remembers mentor’s behaviors once mentor leaves)
  3. Production process (Leaner must have the skills to reproduce mentor’s behavior)
  4. reinforcement (learner views mentor receiving reinforcement for their behavior, then receives reinforcement themselves)
61
Q

3 types of goal orientation

A
  1. learning orientation (building competence is more important than demonstrating competence)
  2. performance-prove orientation (demonstrate your competence so others think favorably of you)
  3. performance-avoid orientation (demonstrate competence so others don’t think poorly of you)
62
Q

Programmed decision

A

decisions that are automatic because you have knowledge of how to handle the situation.

63
Q

Non-programmed decision

A

decisions made by employees when a problem is new/complex

64
Q

steps in the decision making process (rational decision making model)

A
  1. Determine the criteria for making a decision
  2. Generate list of alternatives
  3. evaluate all alternatives against criteria
  4. Choose the solution that maximizes value
  5. Implement solution
65
Q

assumptions of the rational decision making model

A
  1. people are rational
  2. people have perfect information
  3. There is a clear and definite problem
  4. money and time are not an issue
66
Q

bounded rationality

A

people do not have the ability or resources to process all available information and alternatives when making a decision

67
Q

Satisficing

A

When decision maker chooses the first acceptable option

68
Q

Escalation of commitment

A

when a decision maker continues to follow a failing decision

69
Q

Causes of faulty perception

A
  1. Anchoring (relying too much on one piece of info)
  2. Projection bias (everyone thinks/feels the same as you)
  3. Leniency bias (rating something too positively)
  4. stereotypes
  5. Recency v First impression (weigh recent events more)
  6. availability bias (make decisions based on easily recalled info)
  7. Framing (make diff decisions based on how question is phrased)
  8. Contrast (judge things erroneously based on a nearby reference)
70
Q

faulty attribution error

A

tendency for people to judge others’ behavior as being due to internal factors (ability, laziness, attitude)

71
Q

self serving bias

A

When we attribute our own failures to external factors, but successes to internal factors.

72
Q

3 keys to attribution

A
  1. Consensus (do others act similarly in similar circumstances)
  2. Distinctiveness
  3. Consistency
73
Q

Learning relationship with job performance

A

Moderate positive

74
Q

Learning relationship with org commitment

A

weak positive

75
Q

behavioral modeling

A

a training method where employees learn from employees with significant tacit knowledge

76
Q

transfer of training

A

when employees retain and demonstrate knowledge required for their job after training

77
Q

climate for transfer

A

An organizational environment that supports the use of new skills

78
Q

Big 5 personality dimensions

A
  1. conscientiousness
  2. agreeableness
  3. neuroticism
  4. openness to experience
  5. extraversion
79
Q

Conscientiousness

A

Organized/Hardworking. #1 influence on job performance. Correlated to career success and good health.

80
Q

Accomplishment striving

A

A strong desire to accomplish task related goals (conscientiousness)

81
Q

Agreeableness

A

Kind/cooperative. Not related to job performance in all jobs, good in service jobs.

82
Q

Community striving

A

A strong desire to obtain acceptance in personal relationships (agreeableness)

83
Q

Extraversion

A

Not related to job performance in all jobs. Correlated with leadersip/job satisfaction

84
Q

Status striving

A

A strong desire to obtain power/influence (extraversion)

85
Q

Neuroticism

A

Stressed/moody. #2 influence on job performance. Low job satisfaction.

86
Q

Differential exposure

A

Neurotics, think more things are stressful than most people

87
Q

Differential reactivity

A

Neurotics, don’t believe they can cope with stress

88
Q

locus of control

A

whether people believe the events that occur around them are self-driven or externally caused

89
Q

Negative affectivity

A

Neurotics, tendency to experience bad moods

90
Q

Positive affectivity

A

Extraverts, tendency to experience good moods

91
Q

Myer Briggs Type indicator 4 preferences

A
  1. Extraversion vs introversion
  2. Sensing (facts) vs Intuition
  3. Thinking (logic) vs Feeling
  4. Judging (goals) vs Perceiving (flexibility)
92
Q

Hofstede’s 5 cultural dimensions

A
  1. individualism-collectivism
  2. Power distance
  3. uncertainty avoidance
  4. masculinity-femininity
  5. short vs longterm orientation
93
Q

Project GLOBE cultural dimensions

A
  1. Power distance
  2. uncertainty avoidance
  3. institutional collectivism
  4. ingroup collectivism
  5. gender egalitarianism
  6. assertiveness
  7. future orientation
  8. performance orientation
  9. Humane orientation
94
Q

ethnocentrism

A

Viewing your cultural values as right and others as wrong

95
Q

2 types of integrity tests

A
  1. Clear purpose test (ask about attitudes towards dishonesty)
  2. Veiled purpose test (dont ask directly about dishonesty)
96
Q

3 components of organizational culture

A
  1. espoused values (values explicitly stated by corp)
  2. Observable artifacts (aspects of org culture that are easily seen)
  3. Basic underlying assumptions (ingrained beliefs of employees)
97
Q

Observable artifacts

A
  1. Symbols
  2. physical structures
  3. language
  4. stories
  5. rituals (routine)
  6. ceremonies
98
Q

4 general culture types

A
  1. Networked (high sociability/low solidarity)
  2. Communal (high sociability/high solidarity)
  3. Fragmented (low both)
  4. Mercenary (Low sociability/High solidarity)
99
Q

5 specific culture types

A
  1. Customer service culture
  2. safety culture
  3. diversity culture
  4. sustainability culture
  5. creativity culture
100
Q

culture strength

A

degree to which employees agree about how things should be done. Strong culture doesn’t always mean good.

101
Q

Subcultures

A

small culture created amongst a subset of employees. Usually in large orgs.

102
Q

ASA framework

A

theory that employees will be drawn to orgs with cultures that match their personalities, and that orgs will choose employees that match, and employees that don’t match will leave.

103
Q

stages of socialization

A
  1. anticipatory stage (before employment)
  2. Encounter stage (when employment begins)
  3. Understanding and Adaptation (when expected behaviors are adopted)
104
Q

Socialization enhancers

A
  1. realistic job previews
  2. orientation programs
  3. mentoring
105
Q

How do you change org culture?

A
  1. Change in leadership
  2. Merger/Acquisition
106
Q

Person organization fit

A

degree to which a person’s values and personality match an org’s culture

107
Q

person org fit relationship with job performance

A

weak positive

108
Q

person org fit relationship with org commitment

A

strong positive

MGMT 363 (4 decks)

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